Organizational Behavior & Management Concepts
Kotter’s Leading Change Concepts/
Organizational Behavior & Management Concepts
XXXXXXXX
Webster University
MNGT 5590
Dr. Victoria Bohrer
May 11, 2011
Abstract
This paper compares and contrasts the concepts found on John P. Kotter’s, Leading Change (1996), book and the concepts presented by John M. Ivancevich, Robert Konopske and Michael T. Mattenson’s Organizational Behavior and Management text book. Kotter emphasizes in each step the importance of dealing with human emotions and how to better manage them when dealing with organizational change. The biggest asset to an organization is their human resources. To an organization this simply means that many emotions need to be addressed before a door can be opened towards successful change. In Kotter’s different steps he presents a structural approach to gradually manage change and build upon a person’s emotional feelings towards change. By comparing Ivancevich et al.’s text book concepts and Kotter’s steps to leading a successful change, it can be concluded that they complement one another.
“Stage 1, Establishing a Sense of Urgency”
The concept of establishing a sense of urgency as the first step to change process has a very solid theory behind it and it’s further supported by Ivancevich et al. (2007). As Kotter explains, employee complacency in an organization can be very high and therefore make it difficult for change to occur. Complacency can be due to perceptions that employees have about how successful the organization is (1996).
Ivancevich et al. explains perceptions as “the process by which an individual gives meaning to the environment. This involves organizing and interpreting various stimuli into a psychological experience” (P. 87). It is easy to form a contrast between raising the sense of urgency and perception. Employees will not feel the sense of urgency if their organization has not gone through any difficult economic times. They might perceive change as somewhat of an
Organizational Behavior & Management Concepts
XXXXXXXX
Webster University
MNGT 5590
Dr. Victoria Bohrer
May 11, 2011
Abstract
This paper compares and contrasts the concepts found on John P. Kotter’s, Leading Change (1996), book and the concepts presented by John M. Ivancevich, Robert Konopske and Michael T. Mattenson’s Organizational Behavior and Management text book. Kotter emphasizes in each step the importance of dealing with human emotions and how to better manage them when dealing with organizational change. The biggest asset to an organization is their human resources. To an organization this simply means that many emotions need to be addressed before a door can be opened towards successful change. In Kotter’s different steps he presents a structural approach to gradually manage change and build upon a person’s emotional feelings towards change. By comparing Ivancevich et al.’s text book concepts and Kotter’s steps to leading a successful change, it can be concluded that they complement one another.
“Stage 1, Establishing a Sense of Urgency”
The concept of establishing a sense of urgency as the first step to change process has a very solid theory behind it and it’s further supported by Ivancevich et al. (2007). As Kotter explains, employee complacency in an organization can be very high and therefore make it difficult for change to occur. Complacency can be due to perceptions that employees have about how successful the organization is (1996).
Ivancevich et al. explains perceptions as “the process by which an individual gives meaning to the environment. This involves organizing and interpreting various stimuli into a psychological experience” (P. 87). It is easy to form a contrast between raising the sense of urgency and perception. Employees will not feel the sense of urgency if their organization has not gone through any difficult economic times. They might perceive change as somewhat of an
References: Ivancevich, J.M., Konopaske, R., & Matteson, M.T. (2007).Organizational Behavior and Management. Kotter, J.P. (1996). Leading Change.